Becoming lean is important for virtually all industries and disciplines. But when it comes to product development, applying lean fundamentals often fails.
Join Norbert Majerus, Sr Master Black Belt at Goodyear, for Goodyear's Guide to Lean Product Development. Norbert will reveal how Goodyear successfully implemented lean principles, overcame obstacles, and course-corrected the mis-application of key principles.
This workshop will provide insight into:
• Navigating the costs of applying lean initiatives
• Maximizing your company's revenue
• Creating flow and stability
• Eliminating waste in R&D
• Collaborating with your stakeholders for value stream profitability
...and more
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Goodyear's Guide To Lean Product Development - Dozuki Workshop Series
1.
2. Goodyear's Guide to Lean Product Development
This presentation may contain confidential and / or proprietary
information. This presentation may not be copied or disseminated
without the express written consent of the Goodyear Tire & Rubber
Company.
4. Goodyear's Guide to Lean Product Development
Cait Emma Smith
Director of Outreach
Dozuki
Cait@Dozuki.com | @CaitEmmaSmith
5. Goodyear's Guide to Lean Product Development
Norbert Majerus
Lean Champion
Goodyear
Norbert.Majerus@goodyear.com | Norbert.Majerus@roadrunner.com
6. • Global company – 42 manufacturing facilities
in 22 countries
• Third largest tire company - $20 Billion in
annual sales
• 3 Innovation Centers – Akron, Ohio and
Luxemburg and Hanau/Germany
– 2,500 professionals
At Goodyear, we release about 1,500 new (innovative, high value added)
SKU’s every year around the world – 4,000 learning cycles - $450 Mi/yr
Business Overview
Goodyear's Guide to Lean Product Development
7. Successful lean research and development transformations in probably
less than 5% of companies
• Hard to see the work
• Hard to see benefits
• Focus on waste can be counterproductive
• Good variability in research and development
• Lack of good benchmarks
What makes Research and Development such a difficult target?
Lean in R&D
Goodyear's Guide to Lean Product Development
8. Goodyear's Guide to Lean Product Development
The R&D Current State
Throughput
0
200
400
600
800
1000
2005 2007 2009 2011 2013
Cycle Time Rating
0
25
50
75
100
125
2005 2007 2009 2011 2013
0
30
60
90
120
1988 1994 2000 2006 2012
Product Life Cycles
0.0
3.5
7.0
10.5
14.0
9092949698'00'02'04'06'08
Safety Incidents
2000 2003 2006 2009 2012
Product Warranty Costs
0
125
250
375
500
2007 2009 2011 2013
R&D Spending ($Mi)
(Iterations NAT business – consumer)
Cannot be business as usual
9. Goodyear's Guide to Lean Product Development
Typical R&D Value Stream
Money Collection
Marketing / Sale
Distribution
Production
Product Development
Technical Feasibility
Commercial Feasibility
Ideas / Innovation
Product Industrialization
11. Goodyear's Guide to Lean Product Development
Application of Lean
0%
10%
20%
30%
40%
50%
R&D Raw Materials Manufacturing SAG Transport
12. Goodyear's Guide to Lean Product Development
Influence on Profitability
of Value Stream
Applying lean to the “R&D shadow” is a
lot more attractive than applying it to
the R&D cost
Indirect influence
on profitability
13. Profit = Volume * (Price - Cost)
How can we leverage lean principles for the indirect influence?
Understanding the Shadows
Goodyear's Guide to Lean Product Development
(The traditional place for lean)
R&D decides ~70% of product cost
14. Goodyear's Guide to Lean Product Development
Maximizing Revenue
Current Product
New Product
Difference in
Collectable Margin
Use lean to provide the speed and agility to hit the
optimal market window (offensively and defensively)
Hitting or missing this movable window is worth $$$$ / Day
16. Managing R&D
• Purpose of Research and Development – Develop profitable VS’s
and reusable knowledge
• Research and Development must be considered an investment
- not a cost
• Any savings from waste elimination should be re-invested
in capability development
Goodyear's Guide to Lean Product Development
17. Step 1: More Work with a Flat Budget
Goodyear's Guide to Lean Product Development
0
200
400
600
800
1,000
2005 2006 2007 2008 2009 2010 2011 2012 2013
Appl Fund
Also created the resources to work on improving the process
Throughput
(Iterations NAT business – consumers)
18. Step 2: Organization
Goodyear's Guide to Lean Product Development
• R&D is about creating knowledge – Organized in functions based on skills
• Projects must be managed horizontally – across the functions
R&D
Manufacturing
Sales
Distribution
Project 1
Project 2
19. Goodyear Matrix
Goodyear's Guide to Lean Product Development
Advanced Concepts
Technology Programs
NAT Consumer
NAT Commercial
Latin America
Off Highway
EMEA Consumer
EMEA Commercial
Asia Pacific
Tire&MoldEngineering
MaterialsScience
TirePerformancePrediction
ProjectManagementOffice(PMO)
InformationTechnology
ProductQuality&PlantTechnology
GlobalEngineering&ManufacturingTechnology
GIC*LGIC*A
Cross-Functional
Teams
Functional Expertise
(resources)
• Empowered teams of experts – sometimes self directed
• Significant change in management and leadership required
• Supporting, coaching role
• Respect for people
• Focus on process and alignment
20. Start Over
Specify Value
Focus on
Value Stream
Create Flow
and Stability
Implement Pull
Step 3: Five Steps to Get Lean
Goodyear's Guide to Lean Product Development
For the customer while providing
opportunity for growth
(Think end-to-end)
Value Creation,
Not Cost
Reductions
Work to Perfection
Kaizen / CIS
21. • Work on the right product
• “Market Back” Innovation
• Try a lot, evaluate fast
• Discard the “losers” fast
• Invest in the winners
Goodyear's Guide to Lean Product Development
Value For The
External Customer
22. • Every new product developed when needed
• A process so fast and agile that competition cannot follow
• No compromise on safety and quality
Goodyear's Guide to Lean Product Development
At Goodyear,
the Internal Customer Wanted:
2000 2002 2004 2006 2008 2010 2012
ProductWarrantyCosts
0.0
3.5
7.0
10.5
14.0
90 92 94 96 98 '00 '02 '04 '06 '08
SafetyIncidents
Delivery before efficiency
23. • Make Work Visible – Visual Planning
• Use Project Managers – Manage horizontally
• Level Resources
• Schedule at 70% of Capacity
Goodyear's Guide to Lean Product Development
Principles / Results –
Delivery to the Business
28% 29% 31%
59%
82% 87% 92% 95% 98%
2005 2006 2007 2008 2009 2010 2011 2012 2013
%OTDEndToEnd
24. Start Over
Specify Value
Focus on
Value Stream
Create Flow
and Stability
Implement Pull
Work to Perfection
Kaizen / CIS
Five Steps to Get Lean
Goodyear's Guide to Lean Product Development
(Think end-to-end)
For the customer while providing
opportunity for growth
25. Goodyear's Guide to Lean Product Development
Focus on End-to-End Value Stream
• Before Lean – focus on the performance of a function
• Now – focus on the profitability of the value stream
• How –
• Collaboration of all functions in the value stream towards creating
customer value and profit
• All stakeholders engaged on day one – no hand-offs, no surprises - skin in
the game
• Empowered teams of experts
GATE
1
GATE
2
GATE
3
GATE
4
GATE
5
GATE
6
STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5 STAGE 6
Product
Concept
Screening
Business
Evaluation
Product /
Process
Dev.
Industrial-
ization
SOP /
Launch
Product
Monitoring
PCP:
Product
Creation
Process
26. Goodyear's Guide to Lean Product Development
Concurrent Development
• Manufacturing involved in earliest stages
• “Skin in the game”
• Help develop
• Concurrent development
• R&D remains involved through the first year of production
• Ready before the launch
Manufacturing
R&D Late Start
Concurrent
Launch
Work
27. Start Over
Specify Value
Focus on
Value Stream
Create Flow
and Stability
Implement Pull
Work to Perfection
Kaizen / CIS
Five Steps to Get Lean
Goodyear's Guide to Lean Product Development
(Think end-to-end)
For the customer while providing
opportunity for growth
28. Goodyear's Guide to Lean Product Development
Creating FLOW
• Alignment – Relay Race
• Leveling of Resources
• Eliminate waste
• Waiting
• Watch the WIP (inventory)
29. Goodyear's Guide to Lean Product Development
Creating SPEED
• Lean Principles for Speed
• Focus on the critical path
• Manage knowledge – Model ipo. experiment
• Watch the WIP (CT = WIP/Throughput)
• Overlap tasks
A fast innovation process is efficient and creates a competitive advantage
30. Goodyear's Guide to Lean Product Development
Modeling and Knowledge Reuse
• Use knowledge to build good computer modeling or “predictive” tools
• Test to validate and improve the models
• Allows quick set based and DOE’s
Tires for Chevy “VOLT” were developed
virtually with a vehicle model supplied by GM –
no tire/car built before “approval”
Tires and vehicle were developed concurrently
31. Goodyear's Guide to Lean Product Development
Overlapping Tasks
Tire
Build
Tire
Build
Design
Mold
Eng.
Mold
Mfg.
Construc6on
Modeling
Tire
Tes6ng
Materials
Development
Design
Mold
Eng.
Mold
Mfg.
Construc6on
Modeling
Tire
Tes6ng
Materials
Development
Prepare
Prepare
Prepare
Prepare
Prepare
Prepare
Prepare
I
T
E
R
A
T
I
O
N
K
I
C
K
O
F
F
M
E
E
T
I
N
G
32. Goodyear's Guide to Lean Product Development
Results
Cycle Time Rating
0
30
60
90
120
2005 2006 2007 2008 2009 2010 2011 2012 2013
33. Five Steps to Get Lean
Start Over
Specify Value
Focus on
Value Stream
Create Flow
and Stability
Implement Pull
Work to Perfection
Kaizen / CIS
Goodyear's Guide to Lean Product Development
(Think end-to-end)
For the customer while providing
opportunity for growth
34. Goodyear's Guide to Lean Product Development
Creating Pull
• Airplane analogy
• Circle
• Slow down in flight
• Wait for landing slot
Process 3Process 2
Scheduler Scheduler
Process 1 Process 3Process 2Process 1
Push System Pull System
FIFO
35. Start Over
Specify Value
Focus on
Value Stream
Create Flow
and Stability
Implement Pull
Work to Perfection
Kaizen / CIS
Five Steps to Get Lean
Goodyear's Guide to Lean Product Development
(Think end-to-end)
For the customer while providing
opportunity for growth
36. Goodyear's Guide to Lean Product Development
Kaizen / Kaikaku / CIS
Incremental
Improvement
“Kaizen”
Radical
Improvement
“Kaikaku”
Improvement
• Standard work
• Standard problem solving process
37. Start Over
Specify Value
Focus on
Value Stream
Create Flow
and Stability
Implement Pull
Work to Perfection
Kaizen / CIS
Five Steps to Get Lean
Goodyear's Guide to Lean Product Development
(Think end-to-end)
For the customer while providing
opportunity for growth
38. Goodyear's Guide to Lean Product Development
Goodyear Financial Results
• Reduced Business Volume
• Flat R&D budget
-400
-100
200
500
800
2005 2006 2007 2008 2009 2010 2011 2012 2013
Investment in LEAN PD
Get the process right and the results will follow
40. Goodyear's Guide to Lean Product Development
Lean Principles
Project Management
Knowledge Management
Goodyear Lean R&D
TalentManagement
Innovation Leadership
Processes/
Operation
CustomerCentered
Exploration
Technology
Development
Product
Development
41. Goodyear's Guide to Lean Product Development
1. Learn the principles – apply them correctly
• Develop champion and get sponsor
2. Change from the inside out
3. Educate leaders
4. Eliminate waste in R&D – reinvest resources in capability development
and innovation
5. Leverage R&D influence through the value stream for highest return
6. Collaboration among all stakeholders for value stream profitability
7. Trace results to the bottom line
How-To
42. Goodyear's Guide to Lean Product Development
Conclusion
• With lean you can have it all, the delivery, the speed, the efficiency
and the quality in product development
• Results help – Most impressive results can be achieved by leveraging
product development in the whole value steam
43. Goodyear's Guide to Lean Product Development
Any Questions?
Norbert will field live questions from the audience for a few minutes.
Type your questions into the Q&A portion of the workshop window.
44. Goodyear's Guide to Lean Product Development
Ask Questions Online
Continue the conversation with Norbert on Dozuki Answers
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